The impact of manager recognition training on performance : a quasi-experimental field study

Purpose: Employee recognition programs are ubiquitous, and recognition is a multibillion-dollar industry. Yet, very little research has tested the utility of recognition-based interventions. The purpose of this paper was to examine the impact of managerial training for employee recognition on the occurrence of recognition and unit-level performance. Design/methodology/approach: The design was a quasi-experimental field study of branches within a financial services company. Differences between a recognition training group and a no-training control group were examined using objective unit-level performance and recognition data before and after the training intervention. Findings: Results indicated that the training program led to more recognition and improved unit performance compared to control. Research limitations/implications: The sample size was small, but the research demonstrates that managerial recognition training is effective. Practical implications: This research establishes the effectiveness of recognition training and describes its effects on important business outcomes, supporting the notion that recognition programs may be a worthwhile investment for organizations. Originality/value: This study is one of the first to demonstrate the benefit of training managers on effective recognition practices on recognition behavior and unit performance.